European Journal of Business and Management www.iiste.

org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) DOI: 10.7176/EJBM
Vol.11, No.12, 2019

Influence of Motivational Factors on Employees’ Performance

Case of Kenya Civil Aviation Authority
Benard Syengo Kilonzo Muli1* Dr. Samson Nyang’au Paul2 Dr. James Gitari Muriithi3
1.Department of Human Resource , Kenya Civil Aviation Authority , P.O. Box 30163 -00100 Nairobi, Kenya
2.College of Human Resource Development, JKUAT, P.O. Box 62,000 – 00200 Nairobi, Kenya
3.School of Business & Economics ,CUK, P.O Box 24814-00502 Nairobi, Kenya

Abstract
In this 21st Century Era organizations have appreciated that the throbbing heartbeat of the organization is in the
workforce resource. Organizations are henceforth appreciating that it’s of utmost necessity for employees and
employers (management) to have a positive smooth relationship for a vibrant environment for growth to be
experienced. This study was an assessment into the influence of motivational factors on employee performance in
the Kenya Civil Aviation Authority. The researcher focused on training & development, rewards management,
employee relations and employee resourcing as the independent factors that employee performance depends on
for good results to be achieved. The researcher dived in to this research because in this modern competitive era,
business organizations are faced with ever-growing challenges regarding commitment, engagement, belief,
recruitment and retention of their employees. Indeed multiple studies in different countries and across industries
show that employees who are passionate about their jobs and the organizations in which they work are in the
minority. The researcher enlisted the Maslow Hierarchy of Needs Theorem, the Mc Gregor Theory X and Y, the
Vroom’s Expectancy Theory and McClelland Human motivation theory in the Theoretical Review. Empirical
review of the independent variables was also incorporated by the researcher though in a nutshell. Descriptive
research design was adopted for this research. The researcher further used the two main methods of investigating
and collecting data i.e. quantitative and qualitative. The target population of this study composed of all employees
at the Kenya Civil Aviation Authority Headquarters in Nairobi City County of Kenya. Probabilistic sampling was
used to determine the sample size. This study further adopted simple random sampling because the method is free
of sampling error or classification error and it requires minimum advance knowledge of the population. Data in
this study was collected from the two main sources namely; primary and secondary. Secondary data or desk
research is the data from the internationally recognized news press, reports and periodicals. Primary sources are
the major data sources. A questionnaire consisting of a number of questions was developed in a definite order on
a form or set of forms. Further interviews were also conducted as source of primary data. For data organization
the raw data collected was keyed into a spreadsheet and then copied in to Minitab. Analysis was done by use of
statistical techniques; coefficient of correlation (r) or simple correlation method which is the most widely used for
measuring the degree of relationship between two variables qualitatively. Spreadsheets and Minitab 18 were used
to facilitate analysis as they have in-built formulas. The researcher found out that reward management as variable
was preferred by the employees when it was both monetary and non-monetary forms. In this state the significance
level was found to be 84.9% towards the employee performance.
Keywords: performance appriasal, Rewarding, Employee Resourcing, Employee Relations
DOI: 10.7176/EJBM/11-12-20
Publication date: April 30th 2019

1. Introduction
Motivational theories help us to consider the different investments which can be made in people or the labour
resource. Investment in workers through motivational measures are made today with the hope of future benefits
for an organization. In a world characterized by competition, customer focus and the need for speed and flexibility,
to get target results organizations still have to depend on people for success. With the global economy looking like
it has returned to pre-recession levels, 2016 had brought with it a shift in emphasis. In recent HR Reflections
surveys over half of organizations say their organizational performance is better than a year ago and that their
focus is now on growth over recovery or stability. But with a healthier economy comes more mobility in the labour
market. A quarter of global HR professionals said turnover is up in the year 2016 and 75% report difficulties in
finding the right people. Indeed, talent attraction is the third greatest challenge facing HR professionals this year (
ORC International, 2016). In deed the researcher will review the year 2017 report once out to check whether the
same trend proceeds or has been mitigated, as comparing year 2015 to year 2016 the trend proceeded to the worst
with minimal improvement. Globally talent attraction isn’t the only issue. Engaging employees is an increasing
problem for organizations. Turnover is up, essential skills remain elusive, multi-generation workplaces are the new
norm and a technology-obsessed world has created opportunities and demand for a variety of new working set ups,
ergo employers have a lot to deal with. How organizations engage their employees under these evolving conditions
goes some way to identifying who wins the war for the best talent. A strong and effective leadership has never

168
European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) DOI: 10.7176/EJBM
Vol.11, No.12, 2019

been more important to guide the way and provide focus in this time of flux. But the development of leaders is the
number one headache for HR professionals ( ORC International, 2016).With at least three generations of
employees co-existing in most workplaces, managing differing and often conflicting needs is a major
organizational challenge. In the 2014 HR Reflections survey ORC International found that 74% of HR
professionals believe Millennia’s are different to the generations that precede them and 62% report difficulty in
retaining them. Understanding the views different generations have of the employee experience and what
motivates each group is a first step to making that challenge a little easier.

1.1 Employee Performance

Over the past decade, and particularly in the past three years, employers and employees have faced human capital
challenges and an uncertain economy. The economic downturn that started in 2008 has had a significant impact
on companies and the resulting decisions made by management. These decisions have impacted employee
performance levels and perceptions globally, leading to changes in leading drivers of employee performance
engagement. In uncertain times, organizations need to focus on harnessing the discretionary effort that engaged
employees deliver. This makes the difference in how companies are affected during the economic downturn, how
quickly they emerge from it, and how strong they are in the future after the downturn passes (AON, 2011). The
2017 Trends in Global Employee Engagement Survey noted that 2017 was much better in terms of growth in
Africa; however it was noted that organizations should be prepared for the lagged effect between 2016 economic
forces and 2017 employee performance and engagement. The survey further asserts that a holistic talent, reward
and performance strategy should be the bedrock of any organization aiming at making Africa an important part of
its future growth strategy.
The only way to get employees work hard and perform effectively is to motivate them. Every employee in an
organization is motivated in different ways. Everyone works on a theory of motivation, what drives a person or
organization to make the choices that they make. Without any kind of motivation or direction, a business or
organization will not have a direction and are potentially in threat of losing business or worse. As organizations
are characterized by employees, it is therefore necessary to put in place motivational systems that will be a vital
factor for employee performance and the achievement of the organizational goals and objectives (Robbins, 2005).

1.2 Statement of the Problem

Enterprises are facing ever-growing challenges on routinely regarding commitment, engagement, recruitment and
retention of their employees. Multiple studies in different countries and across industries show that employees
who are passionate about their jobs and the organizations in which they work are in the minority. (DDI, 2017) own
research reveals that only 19 percent of employees are highly engaged within their organization. The number of
employer’s experiencing retention difficulties has climbed from 69% in last year’s (2016) survey to 78% in this
year’s (2017) survey. Private sector firms claim to be struggling more to hold on to employees than any of the
other sectors (83%) in the economy globally these is mostly attributed to lack of motivated workforce. With
workplaces evolving in line with advances in technology and in response to the competing needs of different
generations, engagement as a concept has had to evolve too. It is no longer always sufficient to have a workforce
that just says, stays and strives. Firms need to take into account the sustainability of that workforce; ensure our
workplaces are representative of the wider marketplace profile and that these diverse views, experiences and skills
are respected and considered; and we need to have confident employees who are motivated and empowered to
think creatively and constantly look for new and better ways of working. With these needs comes an enhanced
model of engagement that incorporates sustainability, creativity and inclusivity (Humanity, 2016) The object and
purpose for which the Authority was established is to plan, develop, manage, regulate and operate a safe,
economical, and efficient civil aviation system in Kenya in accordance with the provisions of the Civil Aviation
Act. With this delicate mandate satisfied and motivated employees would be critical to help build a strong
experienced team. The researcher conducted the research at KCAA to assess on the impact of catalyzed motivation
on employee performance. KCAA was chosen as the organization for study because its core mandate is quite
delicate and a lapse of employee performance could cause calamities in both short and long-term for the economic
wellness of the country. The Authority has experienced staff turnover, longevity in promotion of experienced
employees due for promotions or working in acting capacity and lack of employee clear future employee growth
policy.

2.0 Training and Development on Employee Performance

Staff training and development significantly affect the financial and non-financial performance of the
organizations. Two hypotheses were tested and the findings indicate that there is a positive relationship between
training/staff development and financial performance of Islamic financial institutions. Also, the results from the
data analysis indicated that significant relationship exist between training/staff development and non-financial
performance of Islamic financial institutions (Muhabit & Taminayu, 2016). Neelam (2014), research on the impact

169
European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) DOI: 10.7176/EJBM
Vol.11, No.12, 2019

of training and development on employees’ performance and productivity found significant relationship existed
between training/staff development and employee performance. He applied regression analysis on the collected
data and used 0.05 level of significance. Sultana. A, et.al. (2012), study conducted in telecom sector of Pakistan,
states the R² as .501 which means that 50.1% of variation in employee performance is brought by training
programs. Further, the T-value was 8.58 that explain training is good predictor of employee performance. As
depicted by the work of Harrison (2000), learning through training influence the organizational performance by
greater employee performance, and is said to be a key factor in the achievement of corporate goals. However,
implementing training programs as a solution to covering performance issues such as filling the gap between the
standard andthe actual performance is an effective way of improving employee performance (Swart et al., 2005).
According to Swart et al., (2005), bridging the performance gap refers to implementing a relevant training
intervention for the sake of developing particular skills and abilities of the workers and enhancing employee
performance. He further elaborate the concept by stating that training facilitate organization to recognize that its
workers are not performing well and a thus their knowledge, skills and attitudes needs to be molded according to
the firm needs. There might be various reasons for poor performance of the employees such as workers may not
feel motivated anymore to use their competencies, or maybe not confident enough on their capabilities, or they
may be facing work- life conflict.

2.1 Reward Management and Employee Performance

Rewarding can be linked to extrinsic and intrinsic motivation. This extrinsic motivation is induced by external
factors which are primarily financial in nature while the converse is intrinsic. The incentives and reward has been
a subject of debate, whether they really motivate the employees or simply move them to work. According to Ryan
and Deci, (2012), the term, “extrinsic motivation” is the attainment of a separate outcome from the performance
of an activity. Extrinsic motivation encourages staff to complete their task in order to receive the reward. They
opined that the overall strategic aim of reward system management is to develop and implement the reward
policies, processes and practices required to support the achievement of organizational goals by helping to ensure
that it has the skilled, competent, well-motivated and committed people it needs. The philosophy underpinning the
strategy is that people should be rewarded for the value they created. The objective is therefore to create reward
processes that are based on beliefs about what the organizational values prepared to pay for (Mintzberg, 2011).

2.2 Employee Relations and Employee Performance

Shazhad (2013) study on whether Employee Relations Practices Impact on Performance of Employees working in
Hospitality Industry of Pakistan found out that they significantly related. There appears to be a consensus that
employee relations continues to be a critical area for HR to manage. Some respondents claimed that large
employers need representative structures in order to be able to communicate effectively with their employees.
Though not a universal belief, research and other evidence suggests that many larger employers in both the public
and private sectors accept this and are concerned to maintain or, if necessary, establish effective machinery for
consulting employees. Within the public sector, some respondents displayed a strong commitment to working in
partnership with their trade unions and this was reflected in both formal and informal contacts and committee
structures (CIPD, 2016). The general view was that organizations needed to be capable of dealing with employees
on both an individual and a representative basis. In terms of what actually needs to be managed, the emphasis was
not so much on pay but on issues such as recruitment, retention, and pensions. Many respondents also underlined
the need to be able to anticipate as well as respond to employment law. And finally, there was strong endorsement
from several respondents of the belief that employee relations is about seeing the ‘big picture’ and helping the
organization to take appropriate action. The most detailed and persuasive responses reflected a view that effective
employee relations practitioners were strong at storytelling and making sense of situations: ensuring that
organizations told a consistent and credible story. This could be seen as one interpretation of ‘strategic HR’ (CIPD,
2016)

2.3 Employee Resourcing and Employee Performance

Sully (2016) Effective employee resourcing strategies allow organizations, and the individuals and groups within
them, to achieve mutually beneficial objectives. These approaches consist of the need for consistency across
resourcing practice and the significance of the devolution of HRM activity to line management. The suite of
resourcing practices needs to be, from a strategic perspective, interlinked and mutually reinforcing. Thus,
recruitment and selection practices need to emphasize those core attributes and values that define the business and
its purpose. The assessment techniques that are used in selection reflect these attributes, in terms of both what is
assessed and how it is done. Induction further reinforces those values that are central to shaping performance
management efforts within the business. Similarly, reward strategies support the application and demonstration of
those attributes and communicate consistent messages about what the organization values. Changes to core values
can be communicated and reinforced through these same resourcing activities. It’s however not sufficient simply

170
European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) DOI: 10.7176/EJBM
Vol.11, No.12, 2019

to develop strategy and policy and hope this will result in strategic integration. Regarding devolution of HRM
activity to the line management, the ongoing enactment of such policies and practices through line management
are the test by which their success is evaluated. Such devolution of responsibility requires continuous
reinforcement and systems that support, rather than undermine, policy. Enabling line management to recognize
and take responsibility for HR activity represents one of the shifts in the role of the HR specialist, leading such
developments and influencing organizational practice as a whole.

2.4 Research Gaps

A significant amount of research has been conducted within the field of employee motivation, although the rate of
progress has been stagnant since the late 1970s. Organizations’ and researchers current comprehension of
employee motivation is by no means complete most of all in this 21st century. Thus, a lot remain to be uncovered
in order for managers to fully understand how to motivate the employees in an effective manner. Further,
motivation is a continuously changing phenomenon which requires constant exploration as well as organizational
adaption, due to the fact that the core generations of employees have changed overtime. The intensified
competition has instigated a shift that requires organizations to compete in new and innovative ways, one
alternative is to regard valuable human capital as a competitive advantage rather than as a renewable resource,
which is the traditional view (DDI, 2017). Thus, a high degree of employee motivation is an effective tactic to
retain highly skilled individuals, further motivational research should be conducted within facilities where the
work tasks are commonly static and uninteresting, which means that the managers must uncover alternative
solutions to enhancing the workers level of motivation. Further studies that explores the motivational
circumstances differ significantly based on the organizations economic activity as well as industry, as well as
exposure to technological advancement. Some employees who have technological expertise would be better
motivated (Rainey, 2009). Most of the motivational models used today were developed in earlier eras when both
the work environment and employees were totally different. There thus exist a gap of developing new models or
improving the current ones to ensure that they incorporate the current change and developments in the workplace
interactions (Ivy Business, 2018). HBR (2018) in a study frontline management operating model focused on
optimizing play, purpose, and potential while reducing the pressure. Reduction of the economic and emotional
pressure; which ensured that the employees who are frontline of the company could focus on learning, high-
pressure motivation tactics, including sales commissions, high-pressure conversations, sales-based promotion
criteria, and public shaming were to be eliminated. Leaders got the explanation that great leadership isn’t about
pressuring people to do their work. Rather, it is about inspiring your people to want to do their work well, so they
can perform adaptively. This model needs to be researched in more industrial setting including public institutions
as this was only done in a retail sector. Mercer, a leading global provider of consulting, outsourcing and investment
services issued a report showing that the “reward perception gap’ between employers and employees is eroding
employee engagement levels and threatening company productivity and economic recovery. According to the
report, the majority of employees felt their reward levels were below average compared to what they might have
received at rival organizations. This contrasted with employers who felt that their employees’ reward levels are
competitive or above average. This shows that a gap exist in research as a study could be done to ascertain why
most employers have the perception that the employee requires monetary rewards upwards to motivate them.Public
servants motivation has long been a topic of concern, debacle and scholarly interest. In Kenya there is no
referenced literature on this issue. Recent occurrences give the topic prominence .One is the global public
management revolution (Kettle, 2005) driven by governments search for continuously higher levels of
productivity, service orientation and accountability. Another development being the consistent failure of financial
incentives schemes (Perry, Mesch and Paarlberg, 2006) that were adapted from the private sector beginning in the
late 1970’s. A third development, given the impetus by the first two is increasing attention to the merits of
bureaucracy as an institution and a normative order (Olsen, 2006). The intersection of these developments helps
account for growth of scholarly interest in public service motivation. A long standing research problem about
motivation is that it has been concentrated on Industrial and business organization (Perry & Porter, 1982; Kelman
2005) hence a research gap exist.

3.0 Target Population

The target population of this study composed of all employees at the Kenya Civil Aviation Authority Headquarters
in Nairobi City County of Kenya. This was a total of about 700 employees in the 3 major directorates of the
KCAA which include, DAASR which has 7 departments, ANS which has 3 departments and CD which has 8
departments which represents a 100% of the population.

3.1 Sampling Design

This study adopted simple random sampling because the method is free of sampling error or classification error
and it requires minimum advance knowledge of the population. For these reasons, simple random sampling best

171
European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) DOI: 10.7176/EJBM
Vol.11, No.12, 2019

suits situations where not much information is available about the population and data collection can be efficiently
conducted on randomly distributed items, or where the cost of sampling is small. Further Stratified sampling was
used because the population of interest is heterogeneous. There should be an adequate proportion as a
representative sample of at least be 10% of the total target population for adequate results to be achieved (Mugenda
& Mugenda, 2009).
Table: 3.1
The Target population and Sample Size
Scales/Grades Category Population Sample Size Percentage %
1,2,3 Directors & Deputies 6 2 33%
4,5 Managers 24 9 38%
6,7,8 Chiefs, Senior & Officer 1 70 25 35%
9 Officer II 100 35 35%
10 Officer III 150 45 30%
11,12,13,14 Clerical & Support Staff 350 125 36%
700 241 34%

3.2 Data Collection Instruments

Data in this study was collected from the two main sources namely; primary and secondary. Secondary data or
desk research is the data from the internationally recognized news press, reports and periodicals. Primary sources
were the major data sources. A questionnaire consisting of a number of questions was printed and typed in a
definite order on a form or set of forms. The questionnaires were dropped and collected from respondents who
were expected to read and understand the questions and write down the reply in the space meant for the purpose
in the questionnaire itself. The respondents had to answer the questions on their own (Kothari, 2004). The primary
data was obtained through self-administered questionnaires and personal interviews which were both structured
and unstructured. The questionnaires were constructed to cover the key research queries of this study. The
advantages of a questionnaire over other instruments include, information can be collected from large samples, no
opportunity for bias since it is presented in paper form, confidentiality is upheld, and it saves on time. Interviews
were conducted with the key employees within the selected sample size. This method involved contact between
the researcher and respondents (key employees).

3.3 Data analysis and Presentation

After data organization, analysis was done by using statistical techniques; coefficient of correlation (r) or simple
correlation method which is the most widely used for measuring the degree of relationship between two variables
qualitatively. Spreadsheets and Minitab 18 were used to facilitate analysis as they have in-built formulas. Minitab
is a comprehensive system for data analysis and can take data from any type of file and use it to generate tabulated
reports, charts, compare means, correlation and many other techniques of data analysis (Microsoft, 2010). These
packages were used to carry out descriptive statistics like the measures of central tendency, extract frequency
graphs and tables. Run tests of hypothesis like ANOVA and carry out a correlation and regression analysis where
applicable. Correlation measures the extent of interdependence where two variables are linearly related (Lucy,
1996). If variables are correlated then a change in one variable is accompanied by a proportionate change in another
variable.. However, with the help of the Minitab software results for the above statistical tests were automatically
computed and generated in tabular form. Ratio analysis was also be used to test if there has been change employee
performance before and after motivation techniques implementation. With the help of ratio analysis a company
may have comparative study of its performance to the previous years (Gupta, 2005). In this way firms can realize
on their weak points when managing the human resource and improve on them. The data collected and analyzed
will be presented using appropriate frequencies, bar graphs and pie charts to provide a clear show of how
motivation stimulates high employee performance. Regression analysis is a form of predictive modelling technique
which investigates the relationship between a dependent (target) and independent variable (s) (predictor). This
technique is used for forecasting, time series modelling and finding the causal effect relationship between the
variables (Vidhya, 2007). Multiple regression analysis can be used to assess whether confounding exists, and,
since it allows us to estimate the association between a given independent variable and the outcome holding all
other variables constant, multiple linear regression also provides a way of adjusting for potentially confounding
variables that have been included in the model. The researcher thus adopted it in regressing the variables to ensure
he gets the relationship between the two. Therefore, Employee performance is our criterion (or dependent
variable). Training & Development, Reward Management, Employee Relations and Employee Resourcing are our
predictors (or independent variables). It should be kept in mind that regression is not to prove any causal relations
from our predictors on employee performance. Regression model shows the mathematical relationship between
the independent variable strategic knowledge management practices and dependent variable organizational
innovation.

172
European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) DOI: 10.7176/EJBM
Vol.11, No.12, 2019

Y = β0 + β1X1+β2X2+ β3X3+β4X4 + e

4.0 Regression Analysis

Model Summary
Model R R²
1 0.697 0.486

Table 4.23
Model Co-efficient.
Independent Variables Co-efficient (β) Sig.
1. (Constant ) 0.682 0.000
Reward Management 0.849 0.000
Training & Development 0.07 0.367
Employee Relations 0.256 0.002
Employee Resourcing 0.194 0.030
The regression equation is therefore:-
Y = a + b1 x1 + b2x2 + b3x3 + b4x4.
a: Represents dependent variable which is Employee Performance
R : Represent the relationship between dependent and all the independent variables.
R2: Represent how much of the depend variable can be explained by the independent variable
B Represent co-efficient of the independent variable
Sig. Represent the statistical significant level of the model.
When the values from the table are computed, the equation becomes Y = 0.682 + 0.849(x1) + 0.070(x2) +
0.256(x3)+ 0.194(x4). From the equation, it was realized that motivation had a catalytic relationship with employee
performance. There was a correlation value was 0.697 which is considered a moderate as it falls between 0.30 and
0.80 (Pallant, 2011). The positive value indicated that, there was a positive correlation between the independent
and dependent variables. The R2 proves 48.6% (0.486) of employee performance could be explained using the
independent variables. From the regression the co-efficient value for reward management in the authority was
0.849. This means all other factors held constant then performance would increase by 84.9% if there is 100%
improvement in reward management and execution. This meant that the variable (reward management) was
statistically significant and was making a significant unique contribution to the prediction of the dependent variable
(employees’ performance). The respondent’s employees were of the view that rewarding and its effective
management is a strong factor that motivates them and should be reviewed from time to time to help align with
the changing cost of living. From the regression the co-efficient value for training and development was 0.070.
This means that all things constant, performance would increase by 7% if there is 100% improvement in training
and development.

4.1 Summary
This study sought to examine whether motivation was a catalyst for employee performance. It focus study
organization was the civil aviation authority of Kenya. This was achieved via answering the specific objectives;
to examine if reward management influence employee performance, to assess if training and development is an
enhancer of employee performance, to explore the extent to which employee relations stimulate employee
performance and to examine if employee resourcing is a catalyst for employee performance. The data analysis
multiple regression analysis guided by the research questions that were in reference to study objectives. From the
study it emerged majorly that 63% respondents were male, 58% were of ages between 31-50Years, had served the
company for six to ten years 32%. It was further noted that majority of respondents 41% had a college diploma
/certificate. The minority of the respondents were female at 37%.

4.2 Recommendations
Based on the findings of this study the researcher can suggest some recommendations for both practitioners and
researchers. Managers in the Kenyan firms need to find ways to motivate and retain employees and increase their
performance. Otherwise, they will discover they are losing their talented and creative workers to other
organizations who are more prepared and willing to meet their needs and demands.The psychological
contract/undeclared expectations of both parties’ employees and organization need to be explored through surveys
and interview. Moreover, organizations must understand that employees’ work outcomes are influenced by their
levels of motivation and satisfaction. And that motivated and satisfied employee are the right people that they need
to get the things done right and efficiently. Opening dialogue is very essential to bridge gaps in expectations
through developing and conducting satisfaction and motivation surveys routinely.

173
European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) DOI: 10.7176/EJBM
Vol.11, No.12, 2019

4.3 Suggestions for Further Research/Studies

Future research may be carried out to examine the role of perceived work motivation in mediating the link between
workforce satisfaction and performance. Unlike previous studies, the current study suggests that satisfied
employees are likely to be more motivated to produce. Further research is needed also needed to explore the role
of work force/employee satisfaction in predicting work motivation in order to reach more general understanding
across cultures about the links between motivation and performance.
Further research could be carried out within the public service so as to examine if there is a link between
employee motivation and corruption in Kenya. This study thought is contributed by the fact that in the current Era
of our economic and political dispensation huge infrastructural projects are being launched and every time they
are encumbered by corruption.

4.4 Knowledge Learnt

After a long career in the public service as a human resource professional driven by passion to ensure that
government institutions works both national and county and in pursuit of the master degree leading to this specific
study has made me reflect on a number of issue in the public service human resource management that require
adequate improvement both in policy and physical. This would be necessitated because as the global environment
becomes more complex and interpersonal interactions are increasingly limited due to new technologies, the human
element of the public sector workforce continues to fascinate and inspire further inquiry as productivity and
performance drop as well as increase corruption rates. Having had the opportunity to work with all four generations
in the public workplace, I continue to be amazed by their dedication and service. Government policy makers and
implementers need to be qualified in the areas of appointment rather than being politically correct so as to be able
to rekindle motivation among employees in the public sector which will thus lead to increased productivity and
performance among employees.

References
AAPOR, (2011), America Association for Public Opinion Research, 111 Deer Lake Road, Suite 100, Deerfield
USA.
Amabile, T. (2003).Motivational Synergy: Toward New Conceptualizations of Intrinsic and Extrinsic Motivation
in the Workplace. Human Resource Management Review, (3), 185-201.
AON ( 2016). 2016 Trends on Global Employee Engagements, AON Minet Publications.
Armstrong, M. (2012).A Hand Book of Human Resources Management Practice (12th Ed.)
Azoulay, P; Joshua, S; Graff, Z & Manso, G. (2011) "Incentives and Creativity: Evidence from the Academic Life
Sciences." RAND Journal of Economics, 42.3 (Fall 2011), pp. 527-554.
Beardwell, J (2009). Human Resources Management a contemporary Approach (6th Ed.)
Brown, K.(2017). Formative evaluation: An integrative model and case study. Personnel Psychology, "Evaluation
of Management Programs. An innovative approach". Human Resource Management Review, (5), 105-110
Bowen, B; & Radhakrishna, B (1991). Job Satisfaction of Agricultural Education Faculty: A Constant Phenomena.
Journal of Agricultural Education, 32(2), 16-22.
Boree, G. (2006). The Ultimate Theory of Personality. Webspace. Ship.Edu
Boxall, P. & Purcell, J. (2011). Strategy and Human Resource Management. 3rd edn. China: Palgrave ...
Management, 53(3), pp. 245–260. UK: Palgrave Macmillan.
Boyle, R. (2012).Public Service Trends 2012. Dublin: Institute of Public Administration
Bryman, A. & Bell, E. (2011). Business Research Methods. 3rd.Ed: Oxford University Press. 765.
CIPD, (2016). “Qualitative and Quantitative review on employee motivation and performance Approaches”,
CIPD Publications, INC.
Creswell, J. (2009). Research Design: Qualitative, Quantitative and Mixed Methods Approaches 3rd Ed,
California, SAGE Publications, INC.
Cooper, G. (2006). Subliminal Motivation: A Story Revisited. Journal of Applied Social Psychology. 32(11):2213
– 2227
Dicicco-Bloom, B. and Crabtree,F. (2006) The Qualitative Research Interview. Journal of Medical Education, 40,
314-321.
DDI, (2017). Qualitative analysis of workplace trends on employee engagement 2017 Development Dimensions
Publications.
Elder, F. & Manso, G. (2011). “Is Pay for Performance Detrimental to Innovation?” Journal of Applied Sciences,
50, 317-328.
Greenberg, J. & Baron, A.R. (2003). Organizational Behaviour in Organization. Understanding and Managing
the human side of work. Canada: 8th Ed, Prentice-Hall, Upper Saddle River

174
European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) DOI: 10.7176/EJBM
Vol.11, No.12, 2019

Falola, H. (2014). “Effectiveness of Training & Development on Employees Performance and Organization
Competitiveness in the Nigerian Banking Industry.” Research Gate. 30, 315-326.
Forgas, J. (2005). Social Motivation. Conscious and Unconscious Processes. Cambridge. Cambridge University
Press. 386.
Humanity, (2016). “Human Motivation as an effective tool for Organizational Growth”, Humanity Pty
Publications.
Kothari,C.R.(2004).Research Methodology,Methods&Techniques. New Age International (P) Limited
Publishers,3rd Ed, New Delhi.
Latham, G.(2007). Human Resources Management (International Edition ed.). (9th, Ed.) Prentice Hall.
Lazonick, W. (2014). “Purposeful Development, Customer First and Motivation”. The Academic Industry
Research Network.
Lindner, K. (2008). Privatization of Public Services. “Impact for Employment and Working Conditions”. (5th Ed)
Hall. Inc.
Lucy, T. (2006). The influence of individual characteristics and work environment on varying levels of training
outcome. Human Resources Development Quarterly.
Mugenda, A. & Mugenda, O. (2009) Research Methods: Quantitative and Qualitative Approaches. American
Journal of Educational Research. Vol. 4 No 123-230.

175